WorksheetsChapter 6 - Section 2
Total questions: 63
Worksheet time: 5hrs 15mins
Name
Class
Date
1.
Determining an organization's objectives and deciding how to accomplish them, a management function, is known as
a)
1. planning.
b)
2. nearshoring.
c)
3. staffing.
d)
4. crowdsourcing.
e)
5. factoring.
2.
Melanie is one of the senior managers in the consumer electronics department of a large company. She is part of a team that determines the objectives of the department based on future trends in the industry and decides how to accomplish them. Melanie is involved in the management function of
a)
1. staffing.
b)
2. recruiting.
c)
3. planning.
d)
4. crowdsourcing.
e)
5. factoring.
3.
Which of the following is the first function of management?
a)
1. planning
b)
2. crowdsourcing
c)
3. staffing
d)
4. factoring
e)
5. directing
4.
Megan manages an online clothing store. She must determine what her company's warehouses and distributing facilities need and which type of automation can maximize order efficiency. What major phase of the planning process does this example describe?
a)
1. data gathering
b)
2. event forecasting
c)
3. objective setting
d)
4. action taking
e)
5. option selecting
5.
The plan itself specifies all of the following EXCEPT
a)
1. what should be done.
b)
2. who should complete the tasks.
c)
3. how the tasks should be completed.
d)
4. why the tasks should be completed.
e)
5. when the tasks should be completed.
6.
Before an organization can plan a course of action, it must first
a)
1. take corrective action.
b)
2. develop a blueprint of the plan.
c)
3. decide on the people to be involved in the plan.
d)
4. determine what it wants to achieve.
e)
5. allocate and organize the required resources.
7.
A declaration of an organization's fundamental purpose and basic philosophy is known as a(n)
a)
1. protocol.
b)
2. mission.
c)
3. referendum.
d)
4. agenda.
e)
5. target.
8.
Carrie started her own catering business. She created a website for her business, which states that her purpose is to provide her customers with delicious food at a fair price. This declares her
a)
1. protocol.
b)
2. mission.
c)
3. referendum.
d)
4. agenda.
e)
5. target.
9.
Cameron started his own photography business. He wants to write a good mission statement that explains his company's reason for existence. What is one guideline he should follow in writing his mission statement?
a)
1. It should be long and include complex details.
b)
2. It should be written in technical industry jargon.
c)
3. It should answer every question its customers could ever want answers to.
d)
4. It should be short and vague.
e)
5. It should be clear and concise.
10.
Which of the following statements is true of a mission statement?
a)
1. A mission statement seeks to answer the question: "Why should you finance our business?"
b)
2. A good mission statement is a complex, detailed statement that explains how the organization will contribute to its specific industry.
c)
3. What a mission statement includes depends on the industry and size of the business.
d)
4. A well-developed mission statement, no matter what the industry or size of business, will answer five basic questions.
e)
5. A well-developed mission statement should answer every possible question the company's customers could have about its processes and products.
11.
Which of the following questions does the mission statement of an organization seek to answer?
a)
1. What business are we in?
b)
2. How do we expand our business?
c)
3. What are our staffing requirements?
d)
4. Why are we not cost effective?
e)
5. How do we meet the annual sales target?
12.
Which of these basic questions will be answered by a well-developed mission statement?
a)
1. Who are our customers?
b)
2. How do we expand our business?
c)
3. How do we acquire customers?
d)
4. Who are our competitors?
e)
5. What products do we sell?
13.
Nolan's jewelry business has grown from a small startup in his room to a chain of outlets all over the country. His business has the potential to expand further, provided he has the resources. To attract investors and other resources, he is required to create a mission statement for his company. If he highlights that his gems come from countries with fair labor practices, which basic question of a well-developed mission statement is he addressing?
a)
1. What are our responsibilities with respect to being a good steward of environmental, financial, and human resources?
b)
2. When do we plan to go international?
c)
3. Who are our stockholders?
d)
4. Who are our competitors?
e)
5. How will we source our products?
14.
Jamal owns a surf shop in Hawaii. His business is doing well, catering to local surfers and tourists who want to learn to surf. He has developed a strong organizational culture, a good marketing plan, and a coherent business strategy. What serves as the foundation for developing these strengths?
a)
1. a plan for achieving success
b)
2. a mission statement that delivers a clear answer to the five basic questions
c)
3. an elaborate set of business goals
d)
4. a set of clear and measurable objectives
e)
5. a target to be achieved
15.
A(n) _____ is best described as the result that a firm wishes to achieve.
a)
1. protocol
b)
2. statute
c)
3. referendum
d)
4. agenda
e)
5. goal
16.
In the context of company goals, which of the following is an effective practice?
a)
1. A company should pursue only one goal at a time.
b)
2. A company should use its goal as a substitute for its mission.
c)
3. Company goals should be specific.
d)
4. Company goals should not be defined in terms of a target to be achieved.
e)
5. Company goals should not be limited by a time frame.
17.
Which of the following statements is true of the goals of a company?
a)
1. A company can have only one goal that combines all elements of its mission statement.
b)
2. A goal is defined as a declaration of a company's fundamental purpose and basic philosophy.
c)
3. Once a goal is set, companies typically do not need to review the goal or monitor progress against the goal set.
d)
4. A goal merely states what a company seeks to achieve without stipulating any standards of quality or amount of time needed to reach the goal.
e)
5. A goal has three key components: an attribute sought, a target to be achieved, and a time frame in which the goal is to be achieved.
18.
Harlan's hot dog stand wants to earn a profit and satisfy its customers. As a result, it has developed several signature hot dogs that use quality ingredients and mix inventive flavors. What key component of a goal is this example most closely related to?
a)
1. a target
b)
2. a time frame
c)
3. an attribute
d)
4. an objective
e)
5. a mission
19.
In the context of a business's objectives, which of the following is an ineffective practice?
a)
1. isolating them from the business's mission
b)
2. stating them in such a way that they are measurable
c)
3. using them to make tactical plans for the business
d)
4. keeping them elaborate or simple
e)
5. using them to establish criteria to evaluate performance
20.
_____ are the ends or results desired by an organization that are derived from the organization's mission.
a)
1. Protocols
b)
2. Statutes
c)
3. Objectives
d)
4. Agendas
e)
5. Referendums
21.
The principal difference between objectives and goals is that
a)
1. objectives are broad, while goals are narrow.
b)
2. objectives can be multiple, while a company can have only one goal.
c)
3. objectives are measurable, while goals need not be measurable.
d)
4. objectives are long term, while goals are short term.
e)
5. objectives cannot lead to a competitive advantage, while goals can lead to a competitive advantage.
22.
Stephanie's candy store has profit as an objective. As a result, she wants to have
a)
1. unlimited liability.
b)
2. money and assets left over after paying off business expenses.
c)
3. the ability to promote diversity.
d)
4. time to release new products in the marketplace.
e)
5. the ability to evaluate opportunity costs.
23.
Which of the following objectives are generally stated in terms of percentage of sales increase and market share, with the goal of increasing those figures?
a)
1. objectives regarding opportunity costs
b)
2. objectives regarding efficiency
c)
3. objectives regarding competitive advantage
d)
4. objectives regarding employee turnover
e)
5. objectives regarding raising capital
24.
Growth objectives essentially relate to
a)
1. making the best use of an organization's resources.
b)
2. coordinating an organization's resources smoothly.
c)
3. focusing on profit as the sole indicator of growth.
d)
4. adapting and releasing new products in the market.
e)
5. building an organization's ability to promote diversity.
25.
Kendall's fitness company wants to make the best use of its resources. As a result, she hired college students to work at the front desk, so her personal trainers can focus on helping members in the gym and teaching fitness classes. What type of objective is the most relevant to this example?
a)
1. efficiency
b)
2. profit
c)
3. growth
d)
4. competitive advantage
e)
5. sales
26.
Sugar and Spice, a large candy store, has historically sold a lot of chocolate and gummy candies. However, over the years, people have become more health conscious. As a result, Sugar and Spice developed a new line of sugar-free candies that taste as good as the original, but without the guilt. What type of objective does this exemplify?
a)
1. sales
b)
2. competitive advantage
c)
3. profit
d)
4. efficiency
e)
5. growth
27.
Which of the following provides direction for all managerial decisions and establishes criteria for evaluating performance within organizations?
a)
1. protocols
b)
2. minutes
c)
3. objectives
d)
4. statutes
e)
5. referendums
28.
The top management of Dusk Automobiles Inc. has decided that the company's objective for the next two years will be to expand the overall business internationally. This is an example of
a)
1. functional planning.
b)
2. static planning.
c)
3. strategic planning.
d)
4. tactical planning.
e)
5. operational planning.
29.
EduPub, a large educational publisher, decided to sell its college division because it isn't as profitable as the school division. This will allow the company to focus its efforts and funds on becoming the leading school publisher. What type of plan is this?
a)
1. incremental
b)
2. tactical
c)
3. strategic
d)
4. operational
e)
5. static
30.
_____, a type of plan for meeting objectives, establish the long-range objectives and the overall course of action by which a firm fulfills its mission.
a)
1. Functional plans
b)
2. Tactical plans
c)
3. Strategic plans
d)
4. Operational plans
e)
5. Static plans
31.
How long a time period do strategic plans generally cover?
a)
1. three to six months
b)
2. six months to a year
c)
3. longer than five years
d)
4. one to three months
e)
5. one year or longer
32.
The top management of New 18 Apparels Inc. has decided to set up an online store to cater to the changing business environment and reach out to the Asian market. The management has also identified that the success of the company will depend on its ability to create and develop new products and processes in the next two years. This is an example of
a)
1. functional planning.
b)
2. strategic planning.
c)
3. static planning.
d)
4. operational planning.
e)
5. tactical planning.
33.
All of the following are true of strategic plans EXCEPT they
a)
1. must take into account the organization's capabilities and resources.
b)
2. should be market-driven.
c)
3. must take into account the changing business environment.
d)
4. must take into account the organizational objectives.
e)
5. can be developed by anyone in a firm.
34.
Tactical plans usually cover a period of
a)
1. five years or more.
b)
2. one year or less.
c)
3. three years.
d)
4. one week or less.
e)
5. ten years.
35.
Which of the following is a difference between strategic and tactical plans?
a)
1. Strategic plans are short term, while tactical plans are long term.
b)
2. Strategic plans are long term, while tactical plans are short term.
c)
3. Strategic plans cover a period of one year or less, while tactical plans cover a period of one year or more.
d)
4. Strategic plans are narrow in scope, while tactical plans are broader.
e)
5. Strategic plans are easier to adjust or abandon than tactical plans.
36.
Short-range plans covering a period of one year or less that are designed to implement the activities and objectives specified in an organization's strategic plan are referred to as
a)
1. referendums.
b)
2. protocols.
c)
3. static plans.
d)
4. operational plans.
e)
5. tactical plans.
37.
Which of the following statements is true of tactical plans?
a)
1. They are developed by the highest managers of a firm.
b)
2. They establish the long-range objectives of a firm.
c)
3. They allow a firm to react to changes in the environment.
d)
4. They specify what actions each individual needs to accomplish in a firm.
e)
5. They help establish strategic plans.
38.
Which of the following is an effective practice with regard to tactical plans?
a)
1. They should cover a period of three years or more.
b)
2. They should protect an organization from reacting to changes in the environment.
c)
3. They should disregard a company's overall strategy.
d)
4. They should be periodically reviewed and updated by an organization's management.
e)
5. They should be established by an organization's first-line managers.
39.
Floors and Fixtures, a home improvement store, is planning to expand and open four new stores, one each year. As a result, it develops four separate plans to determine how much to spend on each store as well as when and where to open each store. These are _____ plans.
a)
1. strategic
b)
2. tactical
c)
3. static
d)
4. operational
e)
5. growth
40.
_____ are very short-term plans that specify what actions individuals, work groups, or departments need to accomplish in order to achieve an organization's tactical plan and ultimately the strategic plan.
a)
1. Operational plans
b)
2. Protocols
c)
3. Static plans
d)
4. Referendums
e)
5. Executive-level plans
41.
Xtreme Toys, a company that manufactures toys inspired by popular video games, creates a strategic plan to be the leader in the product category within a period of three years. The company's middle management also creates a half-yearly plan to ensure that the objectives of the strategic plan are properly implemented. The half-yearly plan created by Xtreme Toys can be regarded as a(n)
a)
1. operational plan.
b)
2. contingency plan.
c)
3. static plan.
d)
4. tactical plan.
e)
5. executive-level plan.
42.
The top management of XSports Autos Inc. creates a strategic plan to enter new product markets within a period of five years. The company's middle management creates half-yearly plans to ensure that the objectives of the strategic plan are properly implemented. Along with these plans, each department creates short-term plans that specify the actions to be taken by specific employees and teams to meet the objectives of the strategic plan and the half-yearly plans. These short-term plans established at the departmental level are referred to as
a)
1. operational plans.
b)
2. contingency plans.
c)
3. static plans.
d)
4. tactical plans.
e)
5. executive-level plans.
43.
Happy Trails, a trail mix store, is planning to expand its business by opening several new stores over the course of four years. Within this strategic plan, all of the following are items operational plans may specify EXCEPT the schedule for
a)
1. opening all the stores.
b)
2. opening one new store.
c)
3. hiring and training new employees.
d)
4. obtaining merchandise.
e)
5. opening for actual business.
44.
Which of the following is an example of an operational plan?
a)
1. A car dealership's highest managers develop a plan to add a new car model over the course of two years.
b)
2. Two large utility companies merge, and the newly combined company plans to spin off into three separate units focusing on electric, gas, and oil over a four-year period.
c)
3. A work group at a large computer plant is assigned a weekly production quota to ensure there are sufficient products available to elevate market share and ultimately help the firm be number one in its product category.
d)
4. A large publisher plans to find ways to increase traffic to its social media site and promote premium instructor and student materials to those who visit the site.
e)
5. A pet grooming store plans to open five new stores over a three-year period, creating three separate year-long plans to specify how much to spend to set up each store, where to locate, and when to open each new store.
45.
Crisis management plans generally cover maintaining business operations during a crisis and
a)
1. holding first-line employees solely responsible for the crisis.
b)
2. avoiding responsibility for the crisis in the media.
c)
3. communicating with others about the situation and the company's response to the crisis.
d)
4. ensuring that the employees do not know about details of the crisis.
e)
5. isolating top managers from the process of dealing with the crisis.
46.
_____ is an element in planning that deals with potential disasters such as product tampering, oil spills, fire, earthquake, computer viruses, or a reputation crisis.
a)
1. Supply chain management
b)
2. Contingency planning
c)
3. Value chain management
d)
4. Enterprise resource planning
e)
5. Material requirements planning
47.
Bigbag.com, a leading online retailer, uses the services of Data Safe Inc., a small startup that helps companies manage and keep their electronic data safe. This helps Bigbag.com keep a backup of its proprietary information in case of virus attacks or any sort of damage to property. This is an example of
a)
1. supply chain management.
b)
2. contingency planning.
c)
3. materials requirement planning.
d)
4. enterprise resource planning.
e)
5. value chain management.
48.
A huge fire broke out in Rustic Rooms, a small rustic furniture store. The fire destroyed all of the furniture, and ultimately, the company went out of business. Which of the following is most likely the reason this company went out of business?
a)
1. Rustic Rooms' crisis management team couldn't come up with a favorable solution to this crisis.
b)
2. Competing rustic furniture stores refused to help Rustic Rooms restore its operations.
c)
3. All of Rustic Rooms' managers had to focus on crisis management, so their regular duties were neglected.
d)
4. The owners of Rustic Rooms decided not to respond to the crisis.
e)
5. Rustic Rooms didn't have an updated contingency plan to handle such a crisis.
49.
Which of the following is true regarding crisis management?
a)
1. Many companies have crisis management teams to deal specifically with problems, permitting other managers to continue to focus on their regular duties.
b)
2. Once a company develops a crisis management plan, it never needs to reevaluate that plan.
c)
3. Even the most prepared company can't plan for how to react to every type of disaster.
d)
4. It is important to respond privately and deliberately when a disaster occurs.
e)
5. Approximately 75 percent of businesses fail to reopen after a serious disaster because most companies don't make appropriate crisis management plans.
50.
Dividing work into small units and assigning it to specific individuals is a task related to the management function of
a)
1. evaluating.
b)
2. organizing.
c)
3. staffing.
d)
4. controlling.
e)
5. recruiting.
51.
Paul manages a large technology company. One of his roles is structuring the company's resources and activities to accomplish its objectives efficiently and effectively. What management function does this example pertain to?
a)
1. evaluating
b)
2. organizing
c)
3. crowdsourcing
d)
4. controlling
e)
5. factoring
52.
Which of the following statements is true of the management function of organizing?
a)
1. Organizing is the process of evaluating and correcting activities to keep a business on course.
b)
2. Organizing involves determining and administering appropriate rewards and recognition for employees in an organization.
c)
3. Organizing is a management function that leads to the duplication of resources.
d)
4. Organizing is the last step in the process of managing a business.
e)
5. Organizing helps create synergy, whereby the effect of a whole system equals more than that of its parts.
53.
Harold's kitchen appliance company is reorganizing for greater efficiency. How would this company most likely organize the work?
a)
1. around traditional departments
b)
2. around individuals
c)
3. into teams
d)
4. to other managers
e)
5. to independent consultants
54.
All of the following are reasons organizing is important EXCEPT it
a)
1. eliminates synergy.
b)
2. establishes lines of authority.
c)
3. improves communication.
d)
4. helps avoid duplication of resources.
e)
5. improves competitiveness.
55.
Martin owns a large moving company. Over the years, the market has changed, and Martin has had to adapt how he structures his resources and activities to continue to accomplish his business objectives efficiently and effectively. What does this scenario demonstrate?
a)
1. organizing occurs continuously
b)
2. organizing duplicates resources
c)
3. organizing slows down decision making
d)
4. organizing only occurs once
e)
5. organizing rarely occurs
56.
Providing incentives to employees to motivate them toward achieving organizational objectives relates to the management function of
a)
1. factoring.
b)
2. benchmarking.
c)
3. evaluating.
d)
4. controlling.
e)
5. directing.
57.
Which of the following is true of the management function of directing?
a)
1. All managers are involved in directing, but it is most important for top-level managers.
b)
2. Directing designs the map that lays the groundwork for the other managerial functions.
c)
3. Good directing does not require the implementation of deadlines.
d)
4. Directing involves determining and administering appropriate rewards and recognition.
e)
5. Telling employees what to do and when to do it is against the principles of directing.
58.
Bernadette manages workflow at a newspaper. She sets and implements the deadlines and encourages the writers and editors to do their work. What managerial function is Bernadette fulfilling?
a)
1. controlling
b)
2. planning
c)
3. organizing
d)
4. directing
e)
5. goal setting
59.
Christopher manages a fitness club, which hires many younger, college-aged employees. He has tried several incentive plans to motivate them to work harder, including promising raises, promotions, and bonuses. However, he has found that his employees need further motivation. He set up a meeting with a few of his employees and they explained to him that they want more than money from their jobs. Christopher can do all of the following to motivate his employees EXCEPT
a)
1. giving his employees a better understanding of their effect on the company's financial success.
b)
2. shielding his employees from having to make decisions about how the company operates.
c)
3. giving his employees some decision making authority.
d)
4. showing that he recognizes and appreciates the good work his employees are doing.
e)
5. asking his employees to contribute ideas for improving customer service.
60.
_____ is the process of evaluating and correcting activities to keep an organization on course.
a)
1. Planning
b)
2. Benchmarking
c)
3. Staffing
d)
4. Controlling
e)
5. Recruiting
61.
When Betsy informed her supervisor that the furniture assemblers at their manufacturing plant were using 20 percent more raw materials in the current month when compared to the preceding months, she was involved in the management function of
a)
1. planning.
b)
2. structuring.
c)
3. staffing.
d)
4. controlling.
e)
5. benchmarking.
62.
For an organization, the first step in the management function of controlling is to
a)
1. compare present performance with standards.
b)
2. take corrective actions when necessary.
c)
3. investigate the causes of any deviations.
d)
4. measure the actual performance.
e)
5. identify deviations from the standard.
63.
Jill manages a fast food restaurant. One day, while sitting in the restaurant taking her break, she hears a group of customers complaining about how slow the service has been getting and that they may have to stop eating there. Which of the following is the most effective control action Jill can take to resolve the problem?
a)
1. She can simply take the customers' word for it and discipline her employees.
b)
2. She can fire all the employees and hire new ones.
c)
3. She can watch her employees work to determine the cause of the problem, and then respond appropriately.
d)
4. She can speed up the service by doing all the work herself.
e)
5. She can offer her employees incentives to speed up their work.
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